PENATAAN ORGANISASI PERANGKAT DAERAH BERDASARKAN PP NOMOR 8 TAHUN 2003 DI PEMERINTAH KOTA SALATIGA (The Management of Regional Instrument Organization Based on Government Regulation Number 8 Year 2003 in Local Government of Salatiga)

Abstract

Dalam penelitian ini penulis tertarik untuk mendeskripsikan sebuah proses yang terjadi dalam penataan organisasi pada Pemerintah Daerah. Riset dilakukan di lingkungan Pemerintah Kota Salatiga yang saat itu menerapkan PP Nomor 8 Tahun 2003 tentang Pedoman Organisasi Perangkat Daerah sebagai pengganti PP Nomor 84 Tahun 2000. Dalam penelitian ini akan digambarkan mengenai pihak-pihak yang berkecimpung di dalam kegiatan penataan, mulai dari kegiatan persiapan sampai dengan munculnya SOTK baru dalam bentuk Peraturan Daerah. Selain itu, penulis berharap melalui penelitian ini akan diketahui beberapa faktor pendukung penataan organisasi dan hal-hal yang menghambat terlaksananya aktivitas tersebut. Beranjak ke metodologi penelitian, penulis menggunakan pendekatan kualitatif dengan penekanan ke Sekretariat Daerah Kota Salatiga dimana eksistensi Bagian Organisasi dijadikan bahasan. Untuk memperoleh data primer penulis mengambil lokasi di lingkup Sekretariat Daerah, BAWASDA, BKD, Sekretariat DPRD dan Kantor INKOM. Tidak lupa dilakukan studi pustaka melalui literatur, peraturan perundangan dan media massa guna mendukung data-data primer. Dalam memilih informan, penulis menetapkan empat orang sebagai informan utama dengan asumsi bahwa pihak-pihak tersebut mempunyai peran yang signifikan (dengan keterlibatannya dalam Tim) selama penataan organisasi perangkat Daerah berlangsung. Selanjutnya dilakukan wawancara mendalam, observasi partisipatif dan dokumentasi dalam mengumpulkan data yang kemudian diolah dengan analisis interaktif, domain dan komponensial. Dari penataan organisasi yang berlangsung di Pemkot Salatiga, penulis menemui fakta bahwa keterlibatan unsur akedemisi dan masyarakat belum diakomodir oleh birokrasi. Tidak dilakukannya analisis beban kerja juga patut dipertanyakan, mengingat pentingnya fase ini dalam mendesain struktur organisasi dan kuantitas pegawai. Terlepas dari itu, ada juga hasil yang bermanfaat. Salah satu contoh adalah berubahnya nomenklatur Sub Bagian Ortala menjadi Bagian Organisasi direspon positif oleh berbagai kalangan. Dengan tugas menyelenggarakan evaluasi dan penataan organisasi Pemkot, diharapkan terwujudnya manajemen birokrasi yang akuntabel bukan hanya angan belaka. In this research, the writer was interested to describe a process that went on the management of Regional Government organizations. Research has been done in the circle of Salatiga Regional Government, which was, at that time applied Government Regulation Number 8 Year 2003 about Manual of Regional Instrument Organization as a replacement of Government Regulation Number 84 Year 2000. This research described about elements that were involved in the management activity, from the time of preparation activity up to the emergence of new organizational structure of office management in the form of Regional Regulation. Besides that, the writer hoped that through this research, some supporting factors in management of organization and other factors that hampered the activity would be known. Move to the research methodology, the writer used the qualitative approach, emphasized on the Regional Secretariat of Salatiga where the existence of Organization Division became the object of the study. To get primary data, the writer chose the scope of Regional Secretariat, Regional Supervisor Board, Regional Employment Board, Secretariat of Regional Assembly and The Office of Information and Communication. The writer also did the literary research through literatures, law regulations, and mass media, in order to support the primary data. In choosing the informant, the writer determined four persons as main informants with assumption that they had significant role (by their involvement in team) during the management of regional instrument organization went through. Further more, deep interview, participative observation, and documentation were done to collect data, that next, were processed using interactive, domain, and componential analysis. From the management of organization that were in progress in Regional Government of Salatiga, the writer found fact, that the involvement of academician element and the society element have not been coordinated yet by the bureaucracy. The absence of job burden analysis also needed to be asked, regarding the importance of this phase in designing the structure of organization and the quantity of employees. In spite of it, there were some beneficial results. One of the examples was the nomenclature change of the ‘Sub Division of Management Organization' which became 'Division of Organization'. This change was responded positively by many elements in government circles. Hopefully, by the duty of running the evaluation and management Regional Government organization, the accountable bureaucracy management will not merely an ideal.